Managing Office Facilities and Resources

The provided report is about managing an office facility. It includes providing and maintaining office equipment, resources, and facilities to meet the needs of office users, solving problems, and ensuring that health and safety requirements are met. The report is intended for administrators with responsibility for managing office facilities.

PRINCIPLES OF
ADMINISTRATION

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK1.............................................................................................................................................1
P1.1 Legal requirements relating to the management of office facilities ...................................1
P1.2The typical services provided by an office facilities ..........................................................1
P1.3 Establishing office management procedures.....................................................................2
P1.4The management of office resources ..................................................................................2
P1.5The techniques to monitor and manage work flows ...........................................................3
P1.6The typical support and welfare facilities for office workers..............................................3
TASK2.............................................................................................................................................3
P2.1The legal obligation for the employer for health and safety in workplace .........................3
P2.1An individuals responsibility for health and safety in the workplace .................................3
P2.3The accidental and emergency procedures..........................................................................4
TASK3.............................................................................................................................................4
P3.1 The purpose of meeting minutes ........................................................................................4
P3.2The legal implications of meeting minutes..........................................................................4
P3.3The importance of accuracy in minute meeting ..................................................................5
P3.4 What should be included in and not be included in different types of meeting minutes ...5
P3.5How to take notes during meeting ......................................................................................5
TASK4 ............................................................................................................................................5
P4.1The features and purpose of different types of formal and informal meetings ...................5
P4.2The roles and responsibility of the chair .............................................................................6
P4.3The role of others in a meeting ...........................................................................................6
P4.4 The techniques to facilitate a meeting ...............................................................................7
P4.5The information requirement before and after a meeting ...................................................7
TASK5.............................................................................................................................................8
P5.1The use of targets and budgets to mange workplace ..........................................................8
P5.2Allocation of work to individuals team members................................................................8
P5.3Quality management techniques to manage the performance of an administration team. . .9

P5.4The techniques used to identify the needs for improvements in team outputs and
standards .....................................................................................................................................9
TASK6.............................................................................................................................................9
P6.1The characteristic, requirements and purpose of different types of events .........................9
P6.2 The types of information and information sources to organize an event .........................10
P6.3Planning an event ..............................................................................................................10
P6.4Identifying the right resources from an event ..................................................................11
P6.5Types of information needed by delegate before , during and after an event ...................11

INTRODUCTION
Principles of administration are a set of principles, which determines the existence and
functioning of administration. In this report the typical services provided by an office faculty will
be discussed. This report will also present the techniques to monitor and manage work
flows .Further more the information requirement before and after a meeting will also be
discussed in this report.
TASK1
P1.1 Legal requirements relating to the management of office facilities
Legal requirements:
 Equality and discrimination:
◦ Equality Act 2010
 Employment rights:
◦ Employment Rights Act 1996
◦ Employment Relations Act 2004
◦ Working Time Regulations 1998
◦ Contracts of employment
 Information: Data Protection Act 1998
◦ Copyright, Designs and Patents Act 1988
◦ Freedom of information Act 2000
P1.2The typical services provided by an office facilities
As an employer you must protect the safety and health of everyone in your workplace.
This includes people with disabilities. You must provide welfare facilities for your employees.
Welfare facilities (Bertolaso and et.al., 2017).
For your employees' well-being you need to provide:
 Toilets and hand basins, with soap and towels or a hand-dryer
 Drinking water
 A place to store clothing (and somewhere to change if special clothing is worn for work)
 Healthy working environment
 To have a healthy working environment, you must make sure there is:
 Good ventilation - a supply of fresh, clean air drawn from outside or a ventilation system
 A reasonable working temperature (usually at least 16°c, or 13°c for strenuous work
1

 Safe working environment
To keep your workplace safe you must:
 properly maintain your premises and work equipment
 keep floors and traffic routes free from obstruction
P1.3 Establishing office management procedures
Establish office management routines and stick to them.
 Set up routines for handling paperwork and office systems. For instance, if possible,
every piece of paper that comes into your office should be handled once, acted upon, and
filed – not haphazardly piled on a desk
 Set up clearly delineated responsibilities.
 Good office management depends on people knowing who is responsible for what – it’s
people who are accountable who get things done.
 Keep records – and keep your business records updated.
 Keeping records sounds like the easiest part of good office management – until you
consider the need to keep those records both accessible and updated (Burgstahler 2015).
P1.4The management of office resources
A busy office can get through a significant amount of resources such as energy, paper and water.
Good management of office processes to reduce resource use and waste can improve efficiency.
The most efficient way to manage resource use in your office is to take a systematic approach:
 set a baseline to work out your current performance
 benchmark your performance against similar organisations
 create an action plan to achieve your identified improvements
 set achievable targets and responsibilities for office staff to meet them
 monitor and report your performance and set up reporting processes
 review actions and performance to learn lessons and continually improve
P1.5The techniques to monitor and manage work flows
Give your employees more responsibility
 Consider e-signing
 Clean up your clutter
2

 Diary time for thinking
 Measure productivity Differentiate between important and urgent
 Collaborate in the cloud (Chadwick 2016)
P1.6The typical support and welfare facilities for office workers
Health, safety and welfare are basic requirements at work, and can be divided into four
broad categories: the working environment, welfare facilities, workplace safety and
housekeeping.
The provision of adequate welfare arrangements is important both in terms of complying with
the law, and keeping the workforce happy. People tend to perform better and be happier at their
work if they are working in a safe and healthy environment (Cordner 2016).
TASK2
P2.1The legal obligation for the employer for health and safety in workplace
Under the law employers are responsible for health and safety management. The
following provides a broad outline of how the law applies to employers.
It is an employer's duty to protect the health, safety and welfare of their employees and other
people who might be affected by their business. Employers must do whatever is reasonably
practicable to achieve this. It means making sure that workers and others are protected from
anything that may cause harm, effectively controlling any risks to injury or health that could
arise in the workplace. Employers have duties under health and safety law to assess risks in the
workplace. Employers must consult employees on health and safety issues. Consultation must be
either direct or through a safety representative that is either elected by the workforce or
appointed by a trade union (Swanson, Territo and Taylor 2016).
P2.1An individuals responsibility for health and safety in the workplace Talk to the employer - Discuss any concerns you might have in relation to safety, health
and welfare. Be alert- Be continuously on the lookout for anything that could lead to an accident. Be
aware of the behaviour of your colleagues too.
 Don’t take risks- Comply with relevant laws and protect their own safety and health, as
well as the safety and health of anyone who may be affected by their acts or omissions at
work.
3

 Ensure that they are not under the influence of any intoxicant to the extent that they could
be a danger to themselves or others while at work (Enemark, McLaren, and Lemmen
2015).
P2.3The accidental and emergency procedures
 Notify everyone around you of the emergency situation.
 Be sure to call any situation similar to those described above, even if you are not sure if
the situation is an emergency. The dispatcher can determine if it is necessary to send
emergency personnel.
 If you are calling from a non-University phone, ask for the University's dispatcher.
 Be sure to tell the dispatcher of your location, and clearly describe the incident.
 Administer First Aid, if necessary.
 Evacuate the area, if necessary.
TASK3
P3.1 The purpose of meeting minutes
Minutes record meeting decisions, which makes them a useful review document when it
comes time to measure progress. They also act as an accountability tool because they make it
clear who's duty it was to perform which action (Fafaliou and Donaldson 2015).
P3.2The legal implications of meeting minutes
Minutes of the Meeting. Meeting minutes are important legal documents. They serve as a
record of the decisions made by a board of directors and a historical document which traces the
achievements and obstacles experienced by a non-profit organisation. Meeting minutes are
important legal documents. They serve as a record of the decisions made by a board of directors
and a historical document which traces the achievements and obstacles experienced by a non-
profit organisation. The following information can be used as a fact sheet about meeting minutes
(Filippatos and Elisaf 2016).
P3.3The importance of accuracy in minute meeting
Minutes record meeting decisions, which makes them a useful review document when it
comes time to measure progress. They also act as an accountability tool because they make it
clear who's duty it was to perform which action.
P3.4 What should be included in and not be included in different types of meeting minutes
4

 Do keep minutes at all general meetings and board meetings. If your group is
incorporated, this is one way to maintain the legal protection the corporate shield gives to
your officers.
 Do keep minutes at any meeting where people vote. At committee meetings where there
is no voting, you might choose to keep minutes for your records. But minutes are not
required for legal purposes.
 Do record all motions and the outcome of votes.
 Do be concise
 Don’t list the names of people who make and second motions. You might put individuals
on the spot in case of a lawsuit
 Don’t list the vote count. Outcome is enough.
 Don’t be shy about asking for clarification during the meeting to get a point straight in
your notes (Hiscox 2015).
P3.5How to take notes during meeting
 Taking notes helps you remember
 Taking notes sharpens your focus
 Pinpoint side issues
 Taking notes is your document of proof
TASK4
P4.1The features and purpose of different types of formal and informal meetings
Informal meetings are like a coach having a quick and opportune chat to a player during
the non-playing period about broad issues that may or may not directly relate to the sport but is
very relevant to the player or coach. The purpose of an informal meeting is to discuss issues
which would not have an appropriate place in a formal meeting. They may be designed to make
one of the participants feel more at ease and more free to speak their mind than they would in a
more formal setting. They allow participants to meet with a greater degree of spontaneity and
flexibility.
A formal meeting is like conducting an orchestra with a conductor (chairperson) and
musicians (meeting participants) coming together in a pre-planned place at a set time to play a
musical piece (agenda) that they perform together (agreed outcomes).The purpose of a formal
meeting is to discuss the list of predetermined topics and address the set of objectives, and make
5

decisions relating to them. Formal meetings are a requirement of some companies to promote
transparency and accountability. These meeting allow proper discussions to be taken about issues
within the company (Laihonen and Mäntylä 2017).
P4.2The roles and responsibility of the chair
Chairing is a key role on any voluntary Management Committee. The Chairperson must
ensure that the Management Committee functions properly, that there is full participation during
meetings, that all relevant matters are discussed and that effective decisions are made and carried
out.
P4.3The role of others in a meeting
Meeting CHAIRPERSON
 Meeting Planner
 Meeting Coordinator
 Meeting Manager
 Meeting facilitator
 Meeting leader
 Meeting contributor
◦ RESPONSIBILITIES
 Plan and coordinate the meeting
 Manage the meeting process
MEETING MINUTE TAKER
 Agenda Coordinator
 Agenda Writer
 Meeting Note Taker
 RESPONSIBILITIES
 Send proposed agenda
 Invite agenda item submission
TIME KEEPER
 ROLES
◦ Meeting Time-Keeper
◦ Discussion Time Monitor
RESPONSIBILITIES
6

 Assist the meeting leader
P4.4 The techniques to facilitate a meeting
` Every facilitator has a different style, and every group has different dynamics. A skilled
facilitator adapts to the needs of each particular team and meeting
 Begin your meetings with a quick check-in
 Review desired outcomes and agenda items
 Practice active listening
 Take stack
 Synthesize the main themes to reframe the conversation
P4.5The information requirement before and after a meeting
To run a meeting well, you have to attend to the business of meeting- before, during,
and after the meeting-
 The before stage involves the preparation any good speech demand; what are your
objective , your purpose? What result do you hope for? How does your audience those
objective
 during meeting – you use tool of a speker's trade ; opening, transition, closing . The
meeting people complain about usually lack discipline, people talk on and on to a degree
they would never think of if they were speaking before a large audience as a part of a
formal program.
 A successful meting demand follow up. Send out a post meeting summary that includes
the tittle of the meeting. The date , the name of the person who ran it, and who was
present (Lemmen and et.al., 2016)..
TASK5
P5.1The use of targets and budgets to mange workplace
These steps to Developing and Managing a Budget-
 Strategic Plan-The first step in the budgeting process is having a written strategic plan.
This ensures that organizational resources are used to support the strategy and
development of the organization. It means budgeting toward the vision.
 Business Goals- Goals need to be developed and there needs to be accountability for
achieving goals, which is the responsibility of the management team, board or business
owner.
7

 Revenue Projections-Revenue projections should be based on historical financial
performance, as well as projected growth income.
 Fixed Cost Projections-Projecting fixed costs is simply a matter of looking at the
monthly predictable costs that do not change.
These steps to Developing and Managing a target
 Teach employees to appreciate their differences
 Get to the root of the problem
 Hear both sides. Give both parties a chance to share their side of the story in full.
P5.2Allocation of work to individuals team members
 Allocating Based On Skill-This is one of the main things that you should take into
consideration although, as you will find out below, it is not the only thing that you should
base your decision on.
 Availability and Priority-Beside simply looking at the skill set of your team you also
need to consider the availability of your staff and when the work needs to be completed
by.
P5.3Quality management techniques to manage the performance of an administration team
It is important to use a range of performance management techniques to regularly review
and measure the performance of your team. Some key methods you might want to consider
include:
 Performance review meetings- Performance appraisal or review meetings are an
important element of the performance management cycle. .
 Performance objectives-Performance objectives should provide each team member with
sufficient challenges to make the most of their skills and abilities whilst contributing to
the goals of your department and the wider organisation (Marume and et.al.,2016).
 Personal Development Plans (PDPs)-A personal development plan helps to clarify an
individual’s development needs, and how these will be addressed.
P5.4The techniques used to identify the needs for improvements in team outputs and standards
 Analysis OF ERRORS- Monitor any errors made by individuals and work with
individual to analyse why such errors occurred and to ensure errors are not repeated
 Analysis of Output/Deadlines met by individual- To determine whether individual is
performing or needs to improve to ensure more deadlines are met.
8

 Observation- Identify ways an individual or team could improve by observing them
whilst working
 Feedback- Ask for feedback on individuals from their colleagues or customers including
suggestions on how staff members could improve their performance
TASK6
P6.1The characteristic, requirements and purpose of different types of events
Conference- A conference is generally understood as a meeting of several people to discuss a
particular topic. It is often confused with a convention, colloquia or symposium.
Characteristic -
 Focus on attendees’ best interests, a question then arises: how big should a
conference be? We’ve seen that competing size-sensitive factors drive
participant interactions.
 Without prompting, a third of the people I've interviewed about their
conference experiences said that they preferred small conferences, and when i
asked them what they meant by small, they invariably gave me the figure of
under a hundred attendees.
Purpose -
 Conference meetings bring together specialists, agents and staff for program
planning, informal networking and formal education opportunities, which
meet the individual’s, and above all, the organization’s needs.
 Conference meetings provide a joint platform for annual program planning
work.
 Provide ideas to create roadmap for upcoming projects, and explore
possibilities for opening up new avenues for research ( Obama 2014).
P6.2 The types of information and information sources to organize an event
Information can come from virtually anywhere: personal experiences, books, articles,
expert opinions, encyclopedias, the Web. The type of information needed will change depending
on its application.
Individuals generate information on a daily basis as they go about their work. In
academic institutions, staff and students consult various sources of information. The choice of
9

the source to consulted is usually determined by the type of information sought. The three types
of information sources are:
Primary
Secondary
Tertiary
Primary Sources
P6.3Planning an event
 Develop Event Goal and Objectives
 Organize a Team
 Set a Date
 Brand Your Event
 Create a Master Plan
 Determine Administrative Processes
 Identify and Establish Partnerships & Sponsors
 Create a Publicity Plan
 Establish a Budget
 Determine Evaluation Process
P6.4Identifying the right resources from an event
As you begin your planning, you should know what is available to you.
 Staff and Volunteers
 Budget and Finance
P6.5Types of information needed by delegate before , during and after an event
 Before the event-Event content, and content in general, has two main purposes:
distribution of information and marketing. Incorporating aspects of both will lead you to
an effective event content strategy.
 During the event- Once the event is underway, distribution and engagement is the name
of the game. Among (many, many) other tasks, add these to your list:
◦ Distribute final program/pocket guide.
◦ Update late papers/other information on event content website as needed.
◦ Promote social media use through the mobile event app.
10

 After the event- In the afterglow of a successful event, you can take advantage of that
momentum to get a head start on marketing next year’s event (Slater 2015) .
CONCLUSION-
This report is concluded about managing an office facility. It includes providing and
maintaining office equipment, resources and facilities to meet the needs of office users, solving
problems and ensuring that health and safety requirements are met. It is for administrators who
have responsibility for managing office facilities
11

REFRENCES
Book and Journal
Bertolaso, P., and et.al., 2017. Principles, modalities and indications of the administration of
Radium in cancers, focus on metastatic prostate cancer: State of arts. Bulletin du cancer.
104(9). pp.762-770.
Burgstahler, S.E., 2015. Universal design in higher education: From principles to practice.
Harvard Education Press. 8 Story Street First Floor, Cambridge, MA 02138.
Chadwick, E., 2016. Poor Law Administration: Its Chief Principles and their Results in England
and Ireland as Compared with Scotland. Library of Alexandria.
Cordner, G.W., 2016. Police administration. Routledge.
Enemark, S., McLaren, R. and Lemmen, C., 2015. Fit-For-Purpose land administration–guiding
principles. GLTN Reference Document.
Fafaliou, I. and Donaldson, J., 2015. Principles of administration revisited.
Filippatos, T.D. and Elisaf, M.S., 2016. Basic principles of fluid administration. Evidence-based
Medicine & Public Health, 2.
Hiscox, E.T., 2015. Principles and Practices for Baptist Churches: A Guide to the
Administration of Baptist Churches. Kregel Publications.
Laihonen, H. and Mäntylä, S., 2017. Principles of performance dialogue in public
administration. International Journal of Public Sector Management. 30(5).
Lemmen, and et.al., 2016. Guiding Principles for Building Fit-For-Purpose Land Administration
Systems in Less Developed Countries: Providing Secure Tenure for All. In 17th Annual
World Bank Conference on Land and Poverty, Washington DC.
Marume, S.B.M., and et.al.,2016. The Principles of natural justice in public administration and
administrative law.
Obama, B., 2014. Statement by the President. The White House, 7.
Slater, R., 2015. The regulation of known unknowns: toward good regulatory governance
principles. Regulatory Governance Brief, School of Public Policy and Administration,
Carleton University.
Swanson, C.R., Territo, L. and Taylor, R.W., 2016. Police administration: Structures, processes,
and behavior. Prentice Hall.
12